Harvard Business Review

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  2. Harvard Business Review; 07/01/2017
    An introduction is presented discussing reports from the issue focused on the theme of globalization.
    (AN 123738321); ISSN: 00178012
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  3. Harvard Business Review; 07/01/2017
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  4. Harvard Business Review; 07/01/2017
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  5. Harvard Business Review; 07/01/2017
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  6. Harvard Business Review; 07/01/2017
    The article covers a study on how business leaders can predict employee attrition in the sales department. It details the methods used in the research to determine what type of employees were most likely to turnover and leave the company, covering areas including job performance, customer satisfaction, and the performance of coworkers. INSET: JAY MINCKS "IF I KNOW BEFORE THEY HAVE AN OFFER, THAT'S A BIG....
    (AN 123738384); ISSN: 00178012
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  7. Harvard Business Review; 07/01/2017
    The article provides information on a study which analyzed how start-up companies framed changes, or pivots, in their business plans to customers, investors, and journalists.
    (AN 123738390); ISSN: 00178012
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  8. Harvard Business Review; 07/01/2017
    The article discusses a study which identified the top six percent of companies that invest in employee experience areas including technology, physical surroundings, and culture.
    (AN 123738394); ISSN: 00178012
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  9. Harvard Business Review; 07/01/2017
    The article discusses research which found that the most admired and prestigious companies typically took more risk in mergers and acquisitions.
    (AN 123738397); ISSN: 00178012
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  10. Harvard Business Review; 07/01/2017
    The article covers research on how workplace safety is negatively impacted by pressure on employees to reach earnings benchmarks.
    (AN 123738399); ISSN: 00178012
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  11. Harvard Business Review; 07/01/2017
    The article examines a growing trend in the fashion industry in which a model known as "fast fashion" is used to rotate merchandise more rapidly than the typical biannual model.
    (AN 123738404); ISSN: 00178012
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  12. Harvard Business Review; 07/01/2017
    The article covers research which found that productive employees can have a positive effect on those seated around them, citing the influence of peer pressure and inspiration.
    (AN 123738409); ISSN: 00178012
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  13. Harvard Business Review; 07/01/2017
    (AN 123738414); ISSN: 00178012
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  14. Harvard Business Review; 07/01/2017
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  15. Harvard Business Review; 07/01/2017
    The article covers research which found that 82 percent of investors consider ESG (environmental, social, and governance) data on publicly traded companies relevant to investment performance.
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  16. Harvard Business Review; 07/01/2017
    An interview with University of Michigan research fellow Oliver Sng is presented. He discusses his research which concluded that people in more-populated areas are more likely to prefer activities with a long-term benefit and therefore crowded places lead people to thing more about the future. Topics such as decision making, business relocation, and population density are also covered.
    (AN 123738428); ISSN: 00178012
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  17. Harvard Business Review; 07/01/2017
    After hearing from friends that SoulCycle’s very first studio was different from other cycling studios, Whelan decided to give it a try. One visit was all it took for her to appreciate the full sensory experience, the charismatic instructor, and the passion of the client community. A few years later she joined the company, which today operates 74 studios. SoulCycle doesn’t view itself as a fitness company—it’s a “player in the broader experiential economy.” That’s why it takes a different approach to recruiting and training instructors, with the aim of making them inspirational coaches who empower riders in their lives as well as on their bikes. It doesn’t charge monthly fees, but each class costs $30 to $35, and riders must book bikes in advance, on the theory that the pay-per-class model elicits greater energy and commitment. Choosing the location for a new studio involves a year of research to understand the lifestyle of future customers. Amenities such as iPhone chargers in the lockers have improved studio design. Nextgeneration bikes are coming in 2017, and the company’s apparel line is expanding. Because SoulCycle has friendships and community at its core, Whelan writes, the brand will endure.
    (AN 123738435); ISSN: 00178012
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  18. Harvard Business Review; 07/01/2017
    Why CMOs Never Last Something is deeply amiss in the relationship between chief executives and their top marketing officers. Eighty percent of CEOs say they don’t trust or are unimpressed by their CMOs. Not surprisingly, CMOs have the briefest tenure in the C-suite. The churn can lead to serious internal business disruptions. What can be done to end this dysfunctional pattern? Kimberly A. Whitler, a former CMO who’s now an assistant professor at the University of Virginia’s Darden School, and Neil Morgan, a marketing professor at Indiana University, have done extensive research into the problem. They believe that its main cause is faulty role design. To begin with, there’s no one clear, widely accepted answer to the question, What does a CMO do? The range of job duties and skills required are all over the map. Moreover, too often the expectations for CMOs’ jobs are unrealistic and not aligned with their responsibilities and performance metrics. This unhealthy dynamic sets executives up to fail. The authors outline the steps companies should take to rectify the situation. First, they need to understand the three main kinds of CMO roles: Some focus on strategy, some on commercialization, and some—which have enterprisewide P&L responsibility—do both. It’s crucial to figure out which type of CMO a firm needs and then tailor the duties and success metrics accordingly. CMO candidates and recruiters also have a part to play in seeing that jobs are clearly defined and that new hires are good matches. The authors include checklists of questions that all parties involved in the process should be sure to ask before making any decisions.
    (AN 123738462); ISSN: 00178012
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  19. Harvard Business Review; 07/01/2017
    The Power Partnership As digital technology becomes more critical to marketing, the line between the CMO’s job and the CIO’s is blurring. Although historically these executives have tended to see the world quite differently, they now must work together on a new and very high level. Giving them shared performance goals is a great tool for sparking effective collaboration, as the experience of Regal Entertainment Group demonstrates.
    (AN 123738482); ISSN: 00178012
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  20. Harvard Business Review; 07/01/2017
    Joe Tripodi has served as top marketing officer of Mastercard, Seagram’s, the Bank of New York, Allstate, Coca-Cola, and Subway. In this interview he shares his thoughts on the keys to making it as CMO and on how the challenges of the job have changed since the 1980s.
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  21. Harvard Business Review; 07/01/2017
    After placing nearly 500 CMOs over the past 20 years, Spencer Stuart’s Greg Welch is frustrated by how many smart executives don’t last in the position. Too often, he says, the hiring process turns into a popularity contest that favors charismatic candidates. Everyone instead needs to focus on real job specifications and setting achievable expectations. Strategic onboarding plans will also get CMOs off to faster, more-productive starts.
    (AN 123738533); ISSN: 00178012
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  22. Harvard Business Review; 07/01/2017
    A decade-bydecade look at how the growth of new marketing tools, channels, and challenges has expanded and reshaped the CMO’s responsibilities.
    (AN 123738546); ISSN: 00178012
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  23. Harvard Business Review; 07/01/2017
    Many executives feel overwhelmed by meetings, and no wonder: On average, they spend nearly 23 hours a week in them, up from less than 10 hours in the 1960s. What’s more, the meetings are often poorly timed, badly run, or both. We can all joke about how painful they are, say the authors, but that pain has real consequences for teams and organizations. Every minute spent in a wasteful meeting eats into solo work that’s essential for creativity and efficiency. Chopped-up schedules interrupt deep thinking, so people come to work early, stay late, or use weekends for quiet time to concentrate. And dysfunctional meeting behaviors are associated with lower levels of market share, innovation, and employment stability. The authors have found that real improvement requires systemic change, not discrete fixes. They describe a five-step process for that—along with the diagnostic work you’ll need to do in advance. INSET: HOW ARE MEETINGS AFFECTING PEOPLE IN YOUR ORGANIZATION?.
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  24. Harvard Business Review; 07/01/2017
    When misunderstandings arise among members of global teams, it’s often because managers conflate attitudes toward authority and attitudes toward decision making. However, the two are different dimensions of leadership culture, says the author, who has extensive research and consulting experience with global companies. Attitudes toward authority range from strongly hierarchical to strongly egalitarian. Approaches to decision making vary from top-down to consensual. The author explores both dimensions and classifies selected countries according to their position on both scales. The Japanese, for example, are hierarchical in their views toward authority— deferential to the boss and accustomed to waiting for instructions rather than taking the initiative—but they are consensual decision makers who get buy-in before they set a course of action. The author describes the four cultural types—consensual and egalitarian; consensual and hierarchical; top-down and hierarchical; and top-down and egalitarian—and the corresponding expectations about leadership in each environment. If you keep those in mind, you’ll be more successful in your cross-cultural interactions. INSET: MAPPING LEADERSHIP CULTURES.
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  25. Harvard Business Review; 07/01/2017
    Each year most public companies issue reports describing the pay packages of their CEOs. In them compensation committees attempt to explain the rationale behind the pay figures to the shareholders, who often must vote to approve them. The issue is, in their reports many committees adjust performance numbers in obscure and inappropriate ways that lead to overly generous CEO pay. And they do so using nonstandard criteria that are difficult for even sophisticated institutional investors to decode. In this article, the former executive chairman of MFS Investment Management and an MIT professor of accounting and finance sort through the reports’ fine print and expose practices that stack the deck in CEOs’ favor: Adjusting earnings to be 100% higher than GAAP income. Paying out 80% of an incentive award for bottom-quartile performance. Choosing “peer companies” that are not comparable in size or in industry. And more. Shareholders should be more skeptical, say the authors, and comp reports must start providing much clearer explanations. But what’s needed most are new standards for compensation design and reporting. INSETS: ONE CEO'S PAY PACKAGE.;GUIDELINES FOR NON-GAAP ADJUSTMENTS..
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  26. Harvard Business Review; 07/01/2017
    Whether you make cars or mattresses, operate a hospital or a grocery store, or are in some other business, successful innovation depends on understanding what’s driving the technological changes in your industry and anticipating what product and service features consumers will value in the future. In this article, the author describes her proven system for gaining those vital insights. The first step is to look back at the evolution of your business’s technology and identify three to six dimensions where advances have significantly furthered its development—“big picture” dimensions such as cost, comfort, and safety. Next, plot the utility curve for each dimension (to see how progress on that dimension correlates with customer appreciation) and pinpoint the technology’s current position on the curve. Third, decide where to focus your innovation efforts—a task made easier by using the author’s matrix for scoring each dimension according to its importance to customers, its potential for improvement, and the ease with which improvements can be made. By following this three-step approach, a host of diverse companies are already creating promising new products. INSETS: A SAMPLING OF HIGH-LEVEL TECHNOLOGY DIMENSIONS.;FROM EXERCISE TO INNOVATION.;HOW TO IMPROVE GLUCOSE MONITORING?;GETTING AN EDGE ON COMPETITORS.
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  27. Harvard Business Review; 07/01/2017
    Five of the 10 most valuable companies in the world today—Apple, Alphabet, Amazon, Facebook, and Microsoft—derive much of their worth from their multisided platforms, which facilitate interactions or transactions between parties. Many MSPs are more valuable than companies in the same industries that provide only products or services: For instance, Airbnb is now worth more than Marriott, the world’s largest hotel chain. However, companies that weren’t born as platform businesses rarely realize that they can—at least partially—turn their offerings into one, say the authors. And even if they do realize it, they often wander in the dark searching for a strategy to achieve this transformation. In this article, Hagiu and Altman provide a framework for doing so. They lay out four specific ways in which products and services can be turned into platforms and examine the strategic advantages and pitfalls of each: (1) opening the door to third parties; (2) connecting customers; (3) connecting products to connect customers; and (4) becoming a supplier to a multisided platform. These ideas can be used by physical as well as online businesses.
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  28. Harvard Business Review; 07/01/2017
    The U.S. Navy operates on the front lines of climate change. It manages tens of billions of dollars of assets on every continent and on every ocean, which take many years to design and build and then have decades of useful life. This means that it needs to understand now what sorts of missions it may be required to perform in 10, 20, or 30 years and what assets and infrastructure it will need to carry them out. Put another way, it needs to plan for the world that will exist at that time. The navy is clear-eyed about the challenges climate change poses. It knows that the effects of a warmer world will expand the geographic scope of its mission and increase demand for its military and humanitarian services. Climate change will also decrease its capacity to deliver those services, as the risk of damage to its bases and ports increases. This article examines the navy’s approach to climate change and reflects on the implications for business. INSETS: THE U.S. DOD'S CLIMATE CHANGE ADAPTATION ROADMAP.;A STRATEGIC APPROACH TO CLIMATE CHANGE.;SCIENCE AND POLITICS..
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  29. Harvard Business Review; 07/01/2017
    Business leaders are scrambling to adjust to a world few imagined possible just a year ago. The myth of a borderless world has come crashing down. Traditional pillars of open markets—the United States and the UK—are wobbling, and China is positioning itself as globalization’s staunchest defender. Countries throughout North America and Europe have experienced waves of antiglobalization sentiment. In the face of such uncertainty, leaders of multinationals wonder whether they should retreat, change strategy, or stay the course. In making that decision, they need to understand two things. First, the world is less globalized than even experienced executives realize. Second, history tells us that even in the face of a trade war, international trade and investment would still be too large for strategists to ignore. Today’s turmoil calls not for a mass retreat from globalization but for a more subtle reworking of multinationals’ strategies. This article examines common misperceptions about what is—and isn’t—changing about globalization and offers guidelines to help leaders decide where and how to compete in a complex world. INSET: WHAT ARE YOUR GLOBALIZATION OPTIONS?.
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  30. Harvard Business Review; 07/01/2017
    Ginni Rometty has spent 36 years at IBM, where she now serves as president, CEO, and chair of the board. She is on a protracted mission to reinvent the company as a cloud-based “solutions” business. That transformation involves moving into areas that have higher value and shedding ones that don’t. IBM’s new businesses around cloud, data, and security account for almost $34 billion in revenue. They’re growing by more than 13% a year and constitute 42% of the company. In this interview Rometty says that IBM is trying to “unlock” the 80% of data behind the firewalls of client companies so that those organizations can use it to make better decisions, adding, “There’s a $2 trillion market around better decision making.” She talks about why IBM’s earnings have declined for 20 consecutive quarters, what kinds of employees the company’s new course demands, gender-related challenges in her career, and more.
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